企业战略管理第17讲.pptVIP

Jia Liangding 第十七讲 Competitive Strategy During the Transition to Industry Maturity 1.1 Industry Changes During the Transition to Maturity 1.2 Some Strategic Implications of Industry Transition 1.3 Strategic Pitfalls During the Transition to Maturity 1.4 Organizational Implications of Industry Maturity 1.1 Industry Changes During the Transition to Maturity As part of their evolutionary process, many industries pass from periods of rapid growth to the more modest growth of what is commonly called industry maturity. Industry maturity does not occur at any fixed point in an industry development, and it can be delayed by innovations or other events. Moreover, in response to strategic breakthroughs, mature industries may regain their rapid growth and thereby go through more than one transition to maturity. Important changes： ⑴Slowing growth means more competition for market share. ⑵Firms in the industry increasingly are selling to experienced, repeated buyers. ⑶Competition often shifts toward greater emphasis on cost and service. ⑷There is a topping-out problem in adding industry capacity and personnel. ⑸Manufacturing, marketing, distributing, selling, and research methods are often undergoing change. ⑹New products and applications are harder to come by. ⑺International competition increases. ⑻Industry profits often fall during the transition period, sometimes temporarily and sometimes permanently. ⑼Dealers’ margins fall, but their power increases. 1.2.Some Strategic Implications of Industry Transition ⑴Overall Cost Leadership Versus Differentiate Versus Focus—the Strategic Dilemma Made Acute by Maturity. Rapid growth tends to mask strategic errors and allow that strategic experimentation be high and a wide variety of strategies be able to coexist. Strategic sloppiness is generally exposed by industry maturity, however, maturity may force companies to confront, often for the first time, the need to choose among the three generic strategies. It becomes a matter of surviv